The Quality Approach In Kenseisha (M) Sdn. Bhd Company For Electronic Process Industry

THE QUALITY APPROACH IN KENSEISHA (M) SDN. BHD

COMPANY FOR ELECTRONIC PROCESS INDUSTRY

ROSNANI BINTI CHE MAMAT

UNIVERSITI TEKNIKAL MALAYSIA MELAKA

THE QUALITY APPROACH IN KENSEISHA (M) SDN.

BHD COMPANY FOR ELECTRONIC PROCESS

INDUSTRY

Thesis submitted in accordance with the requirements of the University Technical Malaysia Malacca (UTeM) for the Bachelor Degree of Manufacturing

Engineering (Honours) in Management

By

ROSNANI BINTI CHE MAMAT

DECLARATION

I hereby, declared this thesis entitled “The Quality Approach in Kenseisha (M) Sdn. Bhd Company for Electronic Process Industry” is the results of my own research except as cited in references.

Signature : ……….

Author’s Name : Rosnani Bte Che Mamat

APPROVAL

This PSM submitted to the senate of UTeM and has been as partial fulfillment of the requirements for the degree of Bachelor of Manufacturing Engineering (Management). The members of the supervisory committee are as follow:

……… Mr Ammar Bin Abd. Rahman

Project Supervisor

ABSTRACT

ABSTRAK

DEDICATION

This dedication belongs to my lovely family that gives their full support and prayers during my completion of this report. Also to my friends that helped me in whatever I

ACKNOWLEDGEMENTS

TABLE OF CONTENTS

Declaration……….ii

Approval………iii

Abstract……….iv

Abstrak………...v

Dedication……….vi

Acknowledgements………..vii

Table of contents……….viii

List of figures………xi

List of table……….xiii

List of Abbreviation, Symbols, Specialized, Nomenclature..………...xv

1. INTRODUCTION...1

1.1Background...1

1.1.1 History of Quality………....1

1.1.2 Quality Control Development………..4

1.1.3 Company Background……….5

1.2Problem statements………...6

1.3Objectives of study………...7

1.4Scope of study………..8

2. LITERATURE REVIEW………..8

2.1The Quality Tools and Techniques………..9

2.2Application of Tools and Techniques………....10

2.2.1 Importance Tools and Technique………..11

2.3Introduction To Seven QC Tools………...12

2.3.1 Pareto Diagram………..13

2.3.3 Check Sheet………...15

2.3.4 Process Flow Diagram………..……….17

2.3.5 Scatter Diagram……….18

2.3.6 Histogram……….…..19

2.3.7 Control Chart………..21

2.3.7.1Control Chart Pattern……….……….22

2.4SPC (Statistical Process Control)………23

2.4.1 Process Capability………..23

2.4.2 Standard Value of Process Capability………26

2.4.3 Problems that Effecting Data ……….28

2.5Difficulties Encountered………..………28

3. METHODOLOGY……….31

3.1Introduction……….31

3.2Planning of Study………....31

3.3Data Gathering………....35

3.3.1 Interview………35

3.3.2 Observation………35

3.4Data analysis………...36

4. RESULT AND DISCUSSION………..37

4.1Introduction………37

4.2Check Sheet Analysis……….37

4.3Pareto Diagram Analysis………40

4.3.1 Example of Calculation The Percentage Of Each Section………41

4.4Cause and Effect Analysis……….41

4.5Control Chart, Histogram and Normal Distribution Analysis………...44

4.5.1 Result For Motor Spindle Hole Dimension………..44

4.5.2 Result for VCM Dimension………..52

4.5.3.1How to Study the Control Chart………64

4.5.3.2Control Chart Pattern or Interpretation………..67

4.5.4 Analysis of histogram and Normal Distribution………...68

4.5.4.1Calculation of Cp and Cpk………..71

4.5.5 Variable Problems Encountered………...72

5. CONCLUSION AND RECOMMENDATION………..74

5.1Conclusion……….74

5.2Recommendation for Further Work………..75

LIST OF FIGURE

No of Figure

Title Page

2.1 Example of Pareto Diagram………. 14

2.2 Example of Cause and Effect Diagram……… 15

2.3 Example of Flow Chart……… 18

2.4 Example of Scatter Diagram……… 19

2.5 Example of Histogram………. 20

2.6 Example of Control Chart……… 22

2.7 Example of Control Chart Pattern……… 22

2.8 Difference of Process Capability………. 24

2.9 Graph of Process Capability……… 29

3.1 The planning of Study Process Flow………... 33

4.1 Drawing of the HDD Model M80 for MC2 Process………... 39

4.2 Pareto Diagram Graph for the out of control dimension from 2july-15july 40 4.3 Cause and Effect diagram analysis for the possible causes………. 42

4.4 Control chart and normal distribution for dimension 6.4+0.00+0.025…… 44

4.5 Control chart and normal distribution for first dimension of 8.6 +0.00+0.015………. 45

4.6 Control chart and normal distribution for second dimension of 8.6+0.00+0.015……… 46

4.7 Control chart and normal distribution for dimension 9.195±0.05………... 47

4.8 Control chart and normal distribution for dimension 9.45±0.02…………. 48

4.9 Control chart and normal distribution for dimension 9.90±0.01…………. 49

4.11 Control chart and normal distribution for dimension 23.00±0.02………... 51

4.12 Control chart and normal distribution for first dimension of 1.86±0.025… 52 4.13 Control chart and normal distribution for second dimension of1.86±0.025 53 4.14 Control chart and normal distribution for third dimension of 1.86±0.025.. 54

4.15 Control chart and normal distribution for fourth dimension of 1.86±0.025 55 4.16 Control chart and normal distribution for fifth dimension of 1.86±0.025... 56

4.17 Control chart and normal distribution for sixth dimension of 1.86±0.025.. 57

4.18 Control chart and normal distribution for seventh dimension of 1.86±0.025……… 58

4.19 Control chart and normal distribution for eighth dimension of 1.86±0.025 59 4.20 Control chart and normal distribution for ninth dimension of 1.86±0.025.. 60

4.21 Control chart and normal distribution for tenth dimension of 1.86±0.025.. 61

4.22 Control chart and normal distribution for eleventh dimension of 1.86±0.025……… 62

4.23 Control chart and normal distribution twelfth for dimension of 1.86±0.025……… 63

4.24 Control chart analysis process flow………. 64

4.25 Control chart patterns: cycles………... 67

4.26 Control chart patterns: Discrete Data………... 68

4.27 Skewed to the right………... 69

4.28 Skewed to the left………. 69

4.29 Leptokurtic, normal (symmetrical) and platykurtic………. 69

4.30 Biomodal……….. 69

LIST OF TABLE

No. of Table

Title Page

1.1 Various definition of quality……….. 2

1.2 The dimension of quality……… 3

2.1 Analysis application of tools and techniques………. 10

2.2 The cumulative percentage for each category……….... 13

2.3 The example of Check Sheet……….. 16

2.4 Index Capability process……… 26

2.5 Information of each process capability index……… 27

2.6 Difficulties encountered with the used of tools and techniques…………. 30

3.1 Gantt chart for Study Planning………... 34

4.1 Table of check sheet analysis for the number of data that out of control limit……… 38

4.2 Table for value of cumulative percentage for each section……… 40

4.3 Table for dimension 6.4 +0.03+0.025 from 2 July – 15 July………. 44

4.4 Table for dimension 8.6 +0.00+0.015 from 2 July – 15 July………. 45

4.5 Table for second dimension of 8.6 +0.00+0.015 from 2 July – 15 July… 46 4.6 Table for dimension 9.195±0.05from 2 July – 15 July………. 47

4.7 Table for dimension 9.45±0.02 from 2 July – 15 July………... 48

4.8 Table for dimension 9.90±0.01 from 2 July – 15 July………... 49

4.9 Table for dimension 21.00±0.05 from 2 July – 15 July………. 50

4.10 Table for dimension 23.00±0.02 from 2 July – 15 July………. 51

LIST OF ABBREVIATION, SYMBOLS, SPECIALIZED

AND NOMENCLATURE

SPC - Statistical Process Control C&E - Cause and Effect Diagram QC - Quality Control

JUSE - Japanese Scientist and Engineering TQM - Total Quality Management

R&D - Research and Development Cp - Process Capability

Cpk - Process Capability Index

6σ _{- Six Sigma}

CHAPTER 1

INTRODUCTION

1.1 Background

1.1.1 History of Quality

When the expression quality is used, the terms of an excellent product and service that fulfills or exceeds customer expectations will be think out. These expectations are based on the intended use and the selling price. A more definitive of quality is given in ISO 9000:2000. It is defined as the degree to which a set of inherent characteristics fulfills requirements. Degree means the quality that can be used with adjectives such as poor, good and excellent. Its also can be defines as existing in something, especially as a permanent characteristic [1].

The are various techniques and concepts that developed to improve product or service quality, including SPC, Zero defects, Six Sigma, Malcolm Baldrige National Quality Award, quality circles, TQM, Theory of Constraints (TOC),Quality Management Systems (ISO 9000 and others) and continuous improvement [2].

Table 1.1: Various definition of quality.

1 ISO 9000 -"Degree to which a set of inherent characteristic fulfills requirements" 2 Philip B. Crosby

in the 1980s

-"Conformance to requirements". The difficulty with this is that the requirements may not fully represent what the customer wants; Crosby treats this as a separate problem.

3 Joseph M. Juran -"Fitness for use". Fitness is defined by the customer. 4 Noriaki Kano and

others

-A two-dimensional model of quality. The quality has two dimensions: "must-be quality" and "attractive quality". The former is near to the "fitness for use" and the latter is what the customer would love, but has not yet thought about. Supporters characterize this model more succinctly as: "Products and services that meet or exceed customers' expectations".

5 Gerald M. Weinberg

-"Value to some person".

6 W. Edwards Deming

- "Quality and the Required Style of Management" 1988. "Costs go down and productivity goes up, as improvement of quality is accomplished by better management of design, engineering, testing and by improvement of processes. Better quality at lower price has a chance to capture a market. Cutting costs without improvement of quality is futile."

7 Genichi Taguchi - "The loss a product imposes on society after it is shipped". Taguchi's definition of quality is based on a more comprehensive view of the production system.

9 two common applications of the term Quality as form of activity or function within a business

1. Quality Assurance

- The "prevention of defects", such as the deployment of a Quality Management System and preventative activities like FMEA.

2. Quality Control

- the "detection of defects", most commonly associated with testing which takes place within a Quality Management System typically referred to as Verification and Validation.

Quality has nine different dimensions, which are:-

Table 1.2: The dimension of quality [1]

NO DIMENSION MEANING AND EXAMPLE

1 Performance Primary product characteristic, such as the brightness of the picture

2 Features Secondary characteristic, added features, such as remote control

3 Conformance Meeting specifications or industry standards, workmanship

4 Reliability Consistency of performance over time, average time for the unit to fail

5 Durability Useful life, includes repair

6 Service Resolution of problems and complaints. Ease of repair

7 Response Human – to – human interface, such as the courtesy of the dealer

8 Aesthetics Sensory characteristic, such as exterior finish 9 Reputation Past performance and other intangibles, such as

1.1.2 Quality Control Development

Quality control is the used of techniques and activities to achieve, sustains, and improve the quality of a product or service. It involves integrating the following related techniques and activities [1];

1. Specifications of what is needed

2. Design of the product or service to meet the specifications

3. Production or installation to meet the full intent of the specifications

4. Preview of usage to provide information for the revision of specifications if needed

Tools and techniques are practical methods, skills, means or mechanisms that can be applied to particular tasks. These are among other things they used to facilitate positive change and improvements. A single tool may be described as a device which has a clear role. It is often narrow in focus and is usually used on its own for example, cause and effect diagrams, Pareto analysis, relationship diagrams, control charts, histograms and flowcharts [15].

Tools and techniques play key role in a company-wide approach to continuous improvement. They allow:

1. processes to be monitored and evaluated;

2. everyone to become involved in the improvement process; 3. people to solve their own problems;

4. a mindset of continuous improvement to be developed;

5. a transfer of experience from quality improvement activities to everyday business operations;

6. Reinforcement of teamwork through problem- solving.

There are many applications of tools and techniques especially in industrial field. Initially a number of the quality management tools and techniques were introduced as a means of increasing awareness of the total quality management concepts and the importance of continuous and company-wide improvement. For example, the introduction of SPC to senior management in 1987 was envisaged as being a means of them finding ways to involve their people in process improvement [3].

Unfortunately this never came to fruition due to the inadequate training carried out by the management consultants engaged for this task and subsequent application in the operational aspects of the business. Around the same time other tools and techniques were introduced to facilitate the data collection process including cause and effect diagrams and quality costing [3].

1.1.3 Company Background

For this project, Kenseisha (M) Sdn. Bhd Company is choose as an observation to the quality because it was one of the company that applied the seven QC tools in order to achieve the high quality product. This company was incorporated in 1989, founded by Mr. Hiroshi Mizutani, who is the former President of Kenseisha Co. Ltd. It has been in operation for more than 15 years and one of the prime suppliers for all kind of products to multi national company in Japan and other parts of the world.

Today, Kenseisha (M) Sdn Bhd is the leading company in manufacturing of die-casting and precision machining of parts for electronics equipments, computer peripherals, VTR and VTR camera related equipments.

demonstrated the company’s commitment, not only ensuring high quality of the products produce but also endeavor to satisfy customers needs and requirements.

As the company is looking for future demand and have future plans, Kenseisha (M) Sdn Bhd now already set up a new team to prepare the company to be competitive with other manufacturing companies from all over the world. In fact, Kenseisha (M) Sdn Bhd had started its new business product to many customers, which comes from france, New Zealand, Japan, Thailand, Singapore and many other ASEAN countries. The company is headquartered in Tokyo, Japan conducting the marketing while research and development operation is based in Kashiwazaki, Japan.

1.2 Problem Statement

Quality is the most important thing that should be concern in producing the product. The high quality product will produce the high demand. In order to achieve high quality of the product, every company should have their own strategies and planning. Usually the industrial company uses the QC tools method as a guide to improve their product quality.

For the Kenseisha Company, mostly every week they have the reject part that need to be reworked or scraped. There are also complains from their customer about the defect of the product that they receive or did not achieve their specification. When these problems happen, the customers will have low impression and try to avoid cooperating with this company again. They will reduce their demand to this company for supply of hard disc part and find other companies that have greater product quality. Therefore, Kenseisha faces big problems as a supplier when there are many hard disc parts in stock that they cannot sell.

to improve the product quality but not in management quality system. So that, the critical area will be define to investigate the related problems that make this area cannot follow the specification and always out of control. The problems will be investigate to improve the quality of the product either in the company management or production line not just in terms of product quality but also on the delivery, management and process lead time.

As a solution of these problems, we will try to calculate back the sample of the data and applied the QC tools method. Every seven basic QC tools will be applied back in order to identify the problems in this company in order to achieve the quality of the product and fulfill the customer’s satisfaction.

1.3 Objective of Study

The objectives of this study are:

1. To study the effectiveness of basic seven QC tool implementation in Kenseisha (M) Sdn. Bhd.

2. To identify problems existing in the identified company in order to achieve the product quality.

1.4 Scope of Study